Creating Our Future Planning for 2015 and Beyond
Dec 25, 2015
Creating Our Future
Planning for 2015 and Beyond
Why should the BCHHCCreate a Strategic Plan?
•“If you don’t know where you are going, any road will take you there.”
• “Who are we? What is our ‘business’?”
• Engage coalition members, create intrinsic passion for the future
• Create alignment within the coalition
Creating the Future
Culture and Core Values
Primary Planning Process
Voice of the Customer
Environmental Analysis
Mission/Vision
Strategic Direction/Objectives
Key Priorities
Implementation
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Parallel Processes
Alignment of all key processes and supporting systems
Creating the Future
Voice of the Customer
What are the coalition’s customer’s requirements?
Even more fundamental, who IS the customer?
Members of the coalition?
The community we serve?
Providers?
People in poverty?
Homeless?
SWOT Analysis
Lack of a clear identity for the Coalition
Affordable and accessible housing
Goals and objectives for the Coalition are not clear
Community awareness & understanding of homelessness
The non-provider community is under represented
The need for greater involvement of existing members/leaders
Community Data
Affordable Housing Institute
Brown County LIFE Study
BOSCOC – Jennifer Schmohe
Culture and Core Values
Primary Planning Process
Voice of the Customer
Environmental Analysis
Mission/Vision
Strategic Direction/Objectives
Key Priorities
Implementation
Alig
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Pla
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– S
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Com
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Key
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Parallel Processes
Alignment of all key processes and supporting systems
Creating the Future
Vision Suggestions
Don’t try to force a vision, let it present itself
If it doesn’t present itself – let it go and move on
A vision may emerge from dozens of seemingly random thoughts or ideas
Keep on open mind – be open to creative ideas
Don’t limit yourself to an extension of the past
Pictures are important – pictures can engage
A Vision Option – A Preferred Future
Following is our team’s collective “picture”of our desired future for the coalition:
Each team members presence and contributionto the dialogue led to the proposed vision
Most team members at some point have feltuncertain about the vision due to complexity
A Vision Option – A Preferred Future
First …..
Listen – listen with a listening and discerning mind which is seeking to understand
Then …..
Play devil’s advocate – use this as an example to challenge your own creativity and desire for the future of the coalition
Coalition Vision
Can you imagine …..
A one-stop shop, where anyone with a housing related issue can come and have theirquestions answered or needs met.
A triage station where knowledgeable “customer oriented” staff can answer any housing related question. (The 211 of housing.)
Confidential private offices where people who need “housing counseling” can discuss their needs.
Coalition Vision
Can you imagine …..
A case manager who can immediately lead an individual or family through an assessment.
Relationships, collaboration, and defined processes such that this “one-stop shop” can represent and commit coalition partner resources.
Housing choice vouchers and rapid rehousing administration being administered out of one location.
Coalition Vision
Can you imagine …..
Ethical and socially responsible landlords will allow the coalition case manager to enter into lease agreements on their behalf.
The “hand off” to collation partners are personal
Where people feel safe, supported, and leave with solutions after ONE visit
Coalition Vision
Can you imagine …..
No homeless families or individuals in Brown County?
Coalition Vision
Can you imagine an organization with …..
An easily accessible and visible location …
…. which is known by everyone …..
… and staff who are trusted for their knowledge and effectiveness in helping people with housing related challenges.
Led by a small board of community minded leaders.
Coalition Vision
Can you imagine an organization with …..
An Executive Director who is the face of the organization within the community.
On-site case managers
On-site rental agency experts
On-site administration of Housing Choice Vouchers and Rapid Rehousing (what else?)
Coalition Vision
Can you imagine an organization with …..
A “Research Center” for data collection and analysis of community needs – the driver of future “projects.”
The reputation of being the “Job Center” for those in need of housing support.
Coalition Vision
Every individual and family in Brown County will have access to
safe and stable housing and the support services necessary for
sustainable safe, stable, and affordable housing.
Voice of the Customer
Who IS the BCHHC customer?
Members of the coalition?
The community we serve?
Providers?
People in poverty?
Homeless?
Voice of the Customer
Who IS the BCHHC customer?
People in our community who are in need of safe, stable, and affordable housing.
Culture and Core Values
Primary Planning Process
Voice of the Customer
Environmental Analysis
Mission/Vision
Strategic Direction/Objectives
Key Priorities
Implementation
Alig
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Parallel Processes
Alignment of all key processes and supporting systems
Creating the Future
Vision
Leadership Expectations
Constancy of Purpose
CourageCompassion
Values
We will strive for collaborative relationships based on mutual trust
We will lead with constancy of purpose
We will lead with courage to ask the difficult questions
We will listen and respond with compassion
Vision
Every individual and family in Brown County will have access to safe and stable housing and the support services necessary for
sustainable safe, stable, and affordable housing.
Mission
The BCHHC coordinates housing and support servicesfor those experiencing poverty, or those on the fringe of
poverty, in our community.
Values
We will lead with constancy of purpose We will strive for collaborative relationships based on mutual trust We will lead with courage to ask the difficult questions We will listen and respond with compassion
Initiation Phase
Create Tension
Assemble a Guiding Coalition
Communicate
Lead with Urgency
Change Leadership Process
Execution Phase
Plan
Do
Study
Act
GO!
Coalition Vision and Planning Process
Initiation Phase
Create Tension
Assemble a Guiding Coalition
Communicate
Lead with Urgency
This team MUST be prepared to:
Create tension within BCHHC leaders
Create a team which will include: “active, passionate, creative drivers of change“ AND credible leadership
Tell the story, engaging the logical, emotional, and physical attributes of change
Lead with Urgency
Coalition Vision and Planning Process
This team MUST have the “discipline of execution”
What are the critical few priorities, with action plans and deadlines? PM!(Credibility, urgency, discipline, & collaborative mindset)
Do with a sense of urgency – do something! Build excitement through short-term wins, communicate.
Only 50% of any plan will work. Study, learn, adapt.
Revise the plan, and do it again.
Execution Phase
Plan
Do
Study
Act
Culture and Core Values
Primary Planning Process
Voice of the Customer
Environmental Analysis
Mission/Vision
Strategic Direction/Objectives
Key Priorities
Implementation
Alig
nmen
t
Pla
n –
Do
– S
tudy
- A
ct
Com
mun
icat
ion
Pro
cess
Key
Ind
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ors
and
Targ
ets
Exe
cutio
n P
roce
ss
Parallel Processes
Alignment of all key processes and supporting systems
Creating the Future
BCHHC Vision Next Steps
1. BCHHC presentation (January 14th)
2. BCHHC approval
3. Key decision-makers meeting and approval
4. Form a “guiding coalition”
5. Recruit an interim Executive Director
6. Develop short-term action plan
Small Groups Dialogue and Feedback
1. What is your initial reaction?
2. Do you feel comfortable voting today on the general concept anddirection?
3. What additional clarification would be helpful at our next coalition meeting?
Thanks!For your attendance and participation!